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Applying design thinking and complexity theory in agile organizations
 

Applying design thinking and complexity theory in agile organizations

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"Applying design thinking and complexity theory in Agile organizations"

"Applying design thinking and complexity theory in Agile organizations"
By Jean Tabaka @ Agile Israel 2012

http://agilesparks.com/DesignThinking-JeanTabaka

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    Applying design thinking and complexity theory in agile organizations Applying design thinking and complexity theory in agile organizations Presentation Transcript

    • Applying DesignThinking andComplexity Theory inAgile Organizations Jean Tabaka, Rally Software @jeantabaka
    • Yuval and Ronen
    • An Agile Adoption Story
    • 2002
    • 5000
    • 14
    • 7
    • 1
    • 1
    • We  created  an  algorithm  we  could   exploit.  
    • “Cookbook Agile”
    • Centralized  authority  
    • h5p://www.flickr.com/photos/virtualeyesee/6107062655  
    • Lack  of    innovaEon  
    • Diminishing  customer  base  
    • EscalaEon  
    • Agile    “blame  game”  
    • Why  a  cookbook   won’t  do  
    • We live in a world thatis complex yet craving innovation
    • Our Agile adoptionsmust embrace vision with hunches, exploration and exploitation
    • We need to do thisleveraging emergence, bringing empathy, and inviting “the wildly unexpected”
    • 3  thoughts  
    • Don’t  latch  onto  one  set  of   Agile  pracEces  
    • Invite  principles  and  pracEces  outside  of  Agile  as   your  organizaEon  matures  
    • Combine  emergence  and   resilience  for  sustained     innovaEon  
    • What  you  get  
    • “Thrive versusmerely survive
    • A  look  at  complexity  
    • 4 Dots
    • 6 Connections
    • ? Patterns
    • 64 Patterns
    • 10 Dots
    • 45 Connections
    • ? Patterns
    • Patterns35,184,372,088,832
    • h5p://www.flickr.com/photos/virtualeyesee/6107062655  
    • We live in anunordered, complex world
    • We havecomplexity of…
    • Organizations
    • Capabilities
    • Code-base
    • Customers
    • Markets
    • We  can’t  afford  to  latch   onto  recipes  of…  
    • Order
    • Control
    • Algorithm
    • Are you complex?
    • “What you predictdoesn’t come true.”
    • “What worked yesterday, doesn’t seem to be working today.”
    • “What you don’t know is unknown.”
    • Are  you  a  chef  or  a   recipe  follower?  
    • “It is not possible to prove any new thought, concept or idea in advance.” – Charles Sanders Pierce
    • Analysis and inductionalone cannot manage complexity
    • We should must invite abductive logic
    • Abductive logic:multiple possibleexplanations for something
    • We must invite mystery to allowinnovative patterns to emerge
    • How  do  we  make  sense  of   environments  like  this?  
    • Gaussian probability (“Bellcurve) is not sufficient http://en.wikipedia.org/wiki/Normal_distribution
    • We cannot see the lowprobability, high impact events
    • Pareto plausibilityseeks outliers
    • We  intenEonally  seek   these  low  signal   outliers  
    • Complexity theory
    •   DavidSnowden
    • Cynefin
    • Plausible ProbableUnordered Ordered
    • Plausible ProbableChaotic Complex Complicated SimpleUnordered Ordered
    • Plausible Probable Complex Complicated Chaotic SimpleUnordered Ordered
    • Plausible Probable Complex Complicated DisorderChaotic SimpleUnordered Ordered
    • The relationship between cause and effect
    • Plausible Probable Complex Complicatedonly coherent in requires analysis orretrospect, and not expertiserepeatable Disorder not perceivable obvious & repeatableChaotic SimpleUnordered Ordered
    • What practices areappropriate in each scenario/system?
    • Plausible Probable Complex ComplicatedEmergent practices Good practices Disorder Action Best practicesChaotic SimpleUnordered Ordered
    • What  is  Dave  asking     of  us?  
    • Resilience  vs  Robustness  
    • Effec6veness  vs  Efficiency  
    • The  goal  is  NOT  to  define  your  system  in  one  area   or  another  but  rather   create  movement   appropriately.  
    • Design thinking
    • George Kembeld.school,StanfordUniversity
    • http://dschool.stanford.edu/our-point-of-view/
    • Innovation with empathy
    • Design thinking practices are non-linear
    • Design Thinking
    • Create space for the“wildly unexpected”
    • http://dschool.stanford.edu/dgift/#gear-up
    • Low fidelity prototypes
    • “It is not possible to prove any new thought, concept or idea in advance.” – Charles Sanders Pierce
    • We should must invite abductive logic
    • The balance of Exploration Mystery Heuristics Algorithmwith Exploitation
    • In business, we MUSTbalance searching and shipping.
    • Reliability  vs  Validity     and  the    “predilecEon  gap”  
    • Combining  design   thinking  and  complexity  theory  
    • Embrace  deep  intenEon  around  the  principles  that   guide  your  pracEces.  
    • Probe,  Sense,  Respond  
    • Explore and Exploit
    • Emergence  and  resilience  
    • Empathize  and  innovate  
    • Apply  cogniEve  distribuEon  necessary  in  complexity  
    • Apply  design  thinking  non-­‐linear  empathy  
    • Seek the wildly unexpectedVision & Empathy  
    • Applying DesignThinking andComplexity Theory inAgile Organizations Jean Tabaka, Rally Software @jeantabaka